Case study:
The personnel office of Shivaraj Manufacturing Limited informed the middle managers through a
circular that a group of consultants would be calling on them later in the week to provide training on
team building. The consultants would be emphasizing on how to develop team work and to build inter
group relationships throughout the Company. The informational contained the approach to be adopted
by the consultants and explained the five step-process of them building: problem sensing, examining
differences, giving and receiving feedback, developing interactive skills, and follow up actions. The
circular also included a note on the utility of team building in organizational effectiveness. On receiving
the circular, middle managers, felt tensed as they thought team building as an exercise involving a lot of
hocus-pocus as they experienced in sensitivity training exercises in which participants used to attack
each other and let out their aggression by heaping abuse on those disliked. Therefore, the managers felt
that the consultants were not needed for team building. One of the managers commented, now that as
we understand what is involved in team building, we can go ahead and conduct session ourselves. All we
have to do is to choose a manager who is liked by everyone and put him in the role of change agent /
Consultant. After all, you really do not need high priced consultants to do team building stuff. You just
have a good feel for human factor. The other managers generally agreed. However, the corporate
personal director turned down their suggestion and proceeded with his original programme of hiring
consultants.
Questions: a. Why did middle managers show resistance to team building approach of Organization
Development?
b. Do you think the managers had accurate view of team building concept and role of external
consultant? *